66 Hatami and Galliers

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Chapter V

Exploring the Impacts of

Knowledge (Re)Use and

Organizational Memory

on the Effectiveness

of Strategic Decisions:

A Longitudinal Case Study

Afsoun Hatami, London School of Economics, UK

Robert D. Galliers, Bentley College, USA

EXECUTIVE SUMMARY

This chapter introduces the impacts of knowledge management (KM) and organizational
memory (OM) on strategic decision making. Close consideration and treatment of OM
as part of a KM strategy are suggested as a central issue to the effectiveness of strategic
decision making. This chapter uses the modified version of McLean’s Information
System (IS) Success Model by Jennex and Olfman (2002) as a lens to examine the impact
of knowledge strategy and technological resources, along with the impact of individuals
and members from wider organizational context on decision-making processes. These
components are then analyzed within Galliers’ (2002) IS Strategy Framework of
emergent and deliberate strategizing. Furthermore, this chapter highlights the
intermingled approaches to organizational KM practices that are due to the contextual